Our proposal for store operations at Greengate. Shorter lines at the Saturday peak, fuller shelves by afternoon and fewer wasted steps for your crews. Proven in 12 stores first, then carried to all 240 before next year's holidays.
A Greengate store at 17:00 on a Saturday. Heat is where shoppers wait, shelves sit empty and staff walk too far. The blue line is us.
We walked 14 Greengate stores in September and spent two days with your regional team. Three things came up in every store, in nearly the same words.
"Saturday at five, the line runs back past the flowers."
Store manager, Lakeshore region"We're out of bananas by two, and there are six cases in the back."
Produce lead, Metro region"My crew walks eleven kilometres a shift. Most of it is going back for things."
Night manager, River Valley regionThose three numbers are the whole proposal. Everything below moves one of them.
This is a mid-size Greengate, 28,000 square feet, drawn from the plans of your 96 stores in that format. Pick an hour, then switch on our six changes one at a time. Each one cools a different corner.
Eight weeks of diagnostic, a 12-store pilot through the spring, then four regional waves that finish before next year's holiday trading. No store changes anything from Thanksgiving week to January 4. The chart follows your basket below.
Every line below can come out on its own, and each one tells you what goes with it. The diagnostic sits under every version because nothing else works without it.
Eight weeks. Till, ordering and labour data from all 240 stores, 20 stores walked hour by hour, and a ranked list of changes with the money attached to each.
All six changes in 12 stores across four regions for twelve weeks, measured against 12 matched stores that change nothing.
Region by region, eight weeks a wave, with a Northline lead in every store for the week each change goes live.
Two of ours and two of yours in one room every Monday with the numbers from every store, fixing whatever slips.
Our pick is the full basket at $3,200,000. If it has to be smaller, take the office down to six months before you touch the pilot or a wave. The pilot is where we find our mistakes cheaply, in 12 stores instead of 68.
FOR GREENGATE MARKETS
PROPOSAL NA-2611
31 OCT 2026
PRICES HOLD TO 30 NOV 2026
For Ruth, Chief Executive
Yes, at three moments they already complain about. Greengate's promise is fresh at the gate, and right now the gate is the slowest part of the store.
Tills open twenty minutes before the line forms, because the rota is built from your own till data, two weeks out.
Fresh comes out at dawn and again at noon, so the afternoon shopper finds what the morning shopper found.
Pickers walk one lap instead of six, so the order is bagged before the customer parks.
Every change here is one a shopper can see. None of them asks a shopper to do anything new.
For Andre, Chief Operating Officer, Stores
Each store gets eight weeks of change, one thing at a time. A store manager spends six hours on it in total, and never on a weekend.
For Priya, Chief Financial Officer
On the basket above, it pays back in September 2027.
Benefit counts gross margin on sales kept and the labour hours we hand back, at your own wage rates. We left out shrink, energy and anything the pilot can't measure. Fifteen percent of every wave fee waits until that region holds 95 percent on the shelf for four straight weeks.
For all 240 Greengate store managers
You get one page every Monday morning and one thing to fix that week. The rota, the cages and the pick lists arrive already sorted.
The aisle 6 promotion end runs dry by Saturday noon. The order for it closes Thursday at 14:00, so raise it by two cases before then.
Sent 06:00 Monday. Questions go to Theo.
Each piece bills in two halves, at kick-off and at handover. The office bills monthly. Thirty-day terms on every invoice.
Fifteen percent of every wave fee is held until that region holds 95 percent on the shelf for four straight weeks. If it doesn't within 90 days of handover, you keep it.
Till, ordering and labour data stays in your systems. We work inside them, take nothing out, and lose access the day we finish.
Mara leads the engagement and Theo runs the stores. Neither is swapped out without your say, and you meet every Northline lead before they set foot in a store.
Either side can stop with 30 days' notice. You pay for work done to that point and keep everything we've built, including the rota model and the playbooks.
These prices hold until November 30, 2026. Travel is included. Nothing is billed by the hour.
Four things are still open. Two of them could change the price, and we'd sooner tell you now.
Your till system keeps it but exports by the hour. At hourly grain the rota forecast is about a third less sharp. A connector from your vendor would cost around $40,000, and that isn't in the basket.
Could add $40,000The other three regions can move start times on two weeks' notice. If Lakeshore needs four, its wave runs three weeks longer at no extra fee.
No price changeTwo of your three warehouses have the floor space. The third may need a sort lane. We'll know after the diagnostic and won't start that change in its stores until we do.
May need your capitalWe'd like a named Greengate lead by the pilot readout in April, so the handover has a person at the other end of it.
No price changeSay yes by November 6 and we're in the first diagnostic stores on Monday, November 9, with three weeks of store walks done before the freeze.